Dublin City Promoting Economic Development 2018-2021 - Dublin City Council
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Dublin City
Promoting Economic Development
2018-2021
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Promoting Economic Development
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Dublin City: Promoting Economic Development 2018-2021
The Economic Development Office has produced this document to assist with the implementation of
a range of strategic processes which have been developed to assist the office in its role as promoters
of Economic Development for Dublin City.
The adaptive nature of these processes mean the we will be able to identify emergent strategies and
assist the Council in remaining resilient to external shocks through a range of policy measures and
interventions which can make a difference to the lives of those who live work visit and invest in
Dublin City.
This strategy is a living document and can be added to, amended or adapted, depending on changing
economic conditions or with the introduction of new resources or responsibilities. It will be
accompanied by an annual action plan which will detail the work to be undertaken by the office each
year and assist in coordinating the resources of Dublin City Council.
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Contents:
1. Forward: Chief Executive Officer .................................................................................................... 6
2. Our Strategy: 2018-2021................................................................................................................. 7
3. The Pillars of Economic Development: ........................................................................................... 9
4. Future Projects: 2018-2021 .......................................................................................................... 11
5. Our Role & Resources: .................................................................................................................. 14
6. Resource Allocation & Project apprasial: ...................................................................................... 18
7. Communications Plan ................................................................................................................... 22
Appendix A: National & Local Policy Context ....................................................................................... 26
Appendix B: High Level Objectives for 2018 ......................................................................................... 35
Appendix C: Dublin City SWOT Analysis ................................................................................................ 36
Appendix E: Economic Networks: (TBC) ............................................................................................... 37
Appendix F: Potential areas of research: (TBC) .................................................................................... 38
Appendix G: Staffing Resources ............................................................................................................ 39
Appendix H: EDO Action Plan 2018 (TBC) ............................................................................................. 40
51. Forward: Chief Executive Officer
Dublin remains one of the most vibrant Cities in the World, blending a unique mix of culture, history
and enterprise which adds to a rich tapestry of life here and attracts millions to live, work, visit and
invest in our City. As the engine which drives the national economy, supporting entrepreneurship,
indigenous SME’s and International Investment at Local, Regional and National level, is critical to
maintaining our success. The changing dynamic of what the “City of the Future” looks like and how
we will interact with it are critical. Responding to the changing nature of work and employment,
developing a smart public realm and sustainable transport infrastructure, and a City that meets the
needs of its citizens, residents, visitors and students, all need to be addressed.
In Dublin City Council, we are responsible for providing a wide range of Local Government services
such as Planning, Parks, Housing, Waste, Libraries, and the Environment. However, the promotion of
economic development is emerging as one of our key functions, as it has the potential for a
significant positive impact on everything that we deliver. Through our work with the Economic
Development and Enterprise Strategic Policy Committee and the Economic Development &
Enterprise Office, we will continue to engage and collaborate with key stakeholders at local and
national levels to champion the needs of the City and benchmark our progress against other
comparable international Cities.
This strategy is designed to focus the resources of the Economic Development Office into areas
where we can make the greatest positive impact for the City and assist in directing projects, research
and policy. The strategy will be accompanied by an annual action plan to coordinate the activities
and objectives at local and national level and will be used to measure and report on how economic
activity and resources are contributing to addressing existing and future challenges and in improving
the experience of citizens and visitors to this great capital City.
Owen P. Keegan
Chief Executive Officer
Dublin City Council
62. Our Strategy: 2018-2021
To support a City of opportunity that encourages an inclusive sustainable growing economy for all.
The Economic Development Office (EDO) of Dublin City Council has responsibility for the promotion
of economic development in Dublin City. Our vision above sets out our overarching objective, which
is fundamentally to use our resources, knowledge and expertise, to make a difference for those who
live, work, visit and invest in Dublin City. Our mission is;
To support initiatives that will improve the quality of people's lives
To enhance the ability of the City to attract and retain world class talent through Placemaking.
To promote Dublin as an attractive place to live, work, visit and invest.
To foster a culture of creativity and innovation in a globally connected City.
To engage with economic stakeholders to maximise the alignment and impact of resources.
We will achieve this by engaging, promoting, facilitating and collaborating with internal and external
stakeholders, across a specific range of interventions designed to deliver on this vision. These
interventions will be identified and assessed with reference to 4 pillars of Economic Development,
which have been selected to offer clarity and focus to our role. These pillars were identified
following consultation with a range of stakeholders and the completion of a SWOT analysis.
Economic Stakeholder Engagement
Unlike other approaches to economic development, our interventions will largely be project based
and seek to achieve specific, measurable, achievable, relevant and time bound (SMART) outcomes.
7Projects undertaken by EDO will be assessed basses on their fit with the 4 pillars, their ability to
“make a difference” and their potential benefits. Where possible, attempts will be made to assess
the economic impact of projects in terms of job creation, value added & societal benefits.
In addition to these projects we will carry out or commission research which informs our
understanding and clarity of the 4 pillars, where we have identified gaps in existing research or
where it is not sufficient information to inform decision making and policy creation.
It is also our intention to focus elements of our recourses into advocating for and promoting a large
scale project which will have significant impact on both the local and national economy. The type of
project will include promoting the economic impact of Strategic Development Zones and Local Area
Plans such as the Poolbeg SDZ and the Cherry Orchard LAP, major transport infrastructure such as
the Metro North Project and the redevelopment of Dublin Port and the promotion of innovative
sectoral clusters such as the Maker-Space project in DCU Alpha, the Educational cluster at DIT
Grangegormon and the med-tech cluster surrounding the proposed James Street Medical Campus.
In the case of these projects EDO will act, not as the lead, but by adding our experience, knowledge
and expertise to further enhance the prospects of success of the projects by working closely with the
all stakeholders to add a coherent narrative to the project.
The EDO is responsible for delivering & reporting on a range of policy initiatives at local and national
levels including, the Local Economic & Community Plan (LECP) The Dublin City Development Plan and
The Dublin Regional Action Plan for Jobs
The EDO reports into the Assistant City Manager for Culture, Recreation & Economic Services of
Dublin City Council. The EDO also report to and is responsible for the management the Economic
Development, Enterprise & International Strategic Policy Committee (SPC).
This strategy is designed to focus the resources of the Economic Development Office into areas
where we can make the greatest positive impact for the City and assist in directing projects, research
and policy. The strategy will be accompanied by an annual action plan to coordinate the activities
and objectives at local and national level and will be used to measure and report on how economic
activity and resources are contributing to addressing existing and future challenges and in improving
the experience of citizens and visitors to this great capital City.
83. The Pillars of Economic Development:
Following a series of workshops, consultations and the completion of a SWOT analysis1, the
Economic Development Office have identified 4 key pillars which encapsulate our Vision and Mission
for the City and assist in categorising the areas where we will focus our resources.
1. Human Development:
Human development is the process of enlarging people’s choices. Their three essential choices are to
lead a long and healthy life, to acquire knowledge and to have access to the resources needed for a
decent standard of living. Additional choices, highly valued by many people, range from political,
economic and social freedom to opportunities for being creative and productive and enjoying
personal self—respect and guaranteed human rights. (OECD)
2. Placemaking & Clusters:
Placemaking is a multi-faceted approach to the planning, design and management of public spaces.
It capitalises on a local community's assets, inspiration, and potential, with the intention of creating
public spaces that promote people's health, happiness, and well being. A business cluster is a
concentration of interconnected enterprise, suppliers, and associated institutions in a particular
field. Clusters are considered to increase the productivity with which companies can compete,
nationally and globally.
3. Promotion & Investment:
The promotion and investment component of economic development is critical for the success of
any City and this is even truer for Dublin given the open nature of its economy. Dublin City Council
can play a significant role in attracting foreign direct investment (FDI) into the City by supporting the
activities of national agencies such as the IDA. Dublin City Council will actively promote the City as a
key international destination for business and enterprise though promotional tools such as the
Dublin.ie platform and the Dublin Economic Monitor. We will also to develop a concierge services for
Dublin to provide potential investors with key information and contacts for the City.
1
Please see appendix B for details of the SWOT analysis.
94. Innovation & Transformation:
To be called an innovative, an idea must be replicable at an economical cost and must satisfy a
specific need. It involves deliberate application of information, imagination and initiative in deriving
greater or different values from resources. The Economy of Dublin is constantly Transforming and
evolving as we shift to new patterns of living and working such as Smart Cities and the Gig Economy.
These societal shifts will result in disruptive solutions emerging to meet our changing needs and the
City eco-system will need to be able to adapt to meet these transformations.
Figure 2 below represents a categorisation of sample projects identified by EDO under the pillars of
Economic Development.
Placemaking & Promotion & Innovation &
Human Development
Clusters Investment Transformation
Talent & Skills City of Villages Strategy FDI Smart Dublin
Job Creation Public Realm improvement Investment Start-up Dublin
Education Public Parks & Spaces Influencing Accelerators & Incubators
Wellbeing Community Development Concierge Service DCU Techshop
Culture Wayfinding City Profile Universities & HEI’s
Belonging Movement Research The gig Economy
Recreation Infrastructure dublin.ie STEAM
Creativity Networking Dublin Economic Monitor IOT & Big Data
Diversity Bio-Diversity Dublin Globe EuroCities
Enterprise Enterprise Sectors Accessing EU Funding The Circular Economy
Local Enterprise Week Public Markets Enterprise Europe Network FutureScope 2018
Figure 1: Sample Projects under the 4 Pillars of Economic Development
104. Future Projects: 2018-2021
During the course of 2016 and 2017 the EDO has familiarised itself with the Economic
Development eco-system in Dublin City and engaged with a wide range of stakeholders to
deliver various policy initiatives, projects and research documents. With this in mind we
have identified a number of potential projects under each of the Pillars which we are
confident that we can deliver on, based on our knowledge, resource capacity and expertise.
1. Human Development:
Talent Retention: (Research, Local Economic & Community Plan)
How cities compete for Talent Retention is a key competitive factor for Cities who are all drawing
from a limited global talent pool. The Global Talent Competitive Index (GTCI) 2017 ranked Dublin
26th out of 27 EU Cities for talent retention. The Economic Office will research how the City can
improve its talent retention strategies and will disseminate the recommendations to stakeholders.
Future of Work (Free Lancers Forum, FutureScope)
The Gig Economy, freelancing, the independent sector is being described as the future way of
working. Its definition is still emerging. The ‘FreeLancers Forum’ is an event that will take place in
2018 to explore this reality, and to create networking and support for those who are part of the Gig
economy.
Well Being: (Dementia Supports)
People friendly environments are now a key part of economic development policies. A workshop
will be held to explore how to create a Dementia friendly environment in our villages, supported by
business, to benefit the lives of those suffering from Dementia and their carers’. This will also
become a Smart Cities SBIR challenge with a village identified to trial the concept.
112. Placemaking and Clusters
Enterprise Space: (Research, Dublin Action Plan for Jobs)
The diversity of the start-up community adds vibrancy and creativity to the city which is under threat
due to increasing rents. An enterprise space review is being undertaken in Dublin City that will be
presented at the 2017 European Co-working Conference. There is scope to increase affordable
working space capacity in the city and to support specialist start up spaces and clusters.
A City of Villages: (Local Economic & Community Plan)
The Local Economic and Community Plan strategy has specifically identified the need to develop a
City of Villages strategy to localise the focus, build local capacity and ownership to further enhance
the village offering. This work will position villages to take advance of promotion and cluster
development opportunities to improve the social & economic conditions of each village.
Enterprise Town Awards:
In 2017 Dublin City entered three city areas into the Enterprise Towns awards. The Liberties
Ballymun and The Docklands, were selected, the process enhanced local collaboration and
strengthened the pride in the unique aspects and future potential of each area. In 2018 three more
areas will be selected and entered into the competition that brings local and national recognition.
3. Promotion and Investment:
Dublin.ie:
The award winning city branding website Dublin.ie has had 1.1M page views and has seen a 33%
year on year increase in site users. Dublin.ie is designed to attract international investment, start
ups, skilled talent and students to Dublin and to inspire those living and working here to make the
most of their city experience. A digital marketing strategy will be implemented in 2018.
Dublin City Promotion Campaign: (Video, digital and physical marketing)
A promotional brochure that can be hosted online will be produced to showcase Dublin as a great
place to live, work and invest. The publication will emphasise the unique qualities of Dublin City,
12including friendliness, connectivity, international flavour and ease of doing business and will target
those considering investing and moving to Dublin from overseas.
Concierge Service: (soft landing pad for international investors & Business)
The Dublin Commissioner of Startups has been successfully providing a Tech concierge service in the
Dublin Docklands Area s promoted through Dublinglobe.ie. We are proposing to expand this service
to include International Relations, Planning, and Smart Cities etc to provide an agile and responsive
landing platform for international business seeking to learn about and invest in Dublin City.
4. Innovation and Transformation:
Social Enterprise: (Responsible Innovation Summit, OffSet)
Social Enterprise is significantly under represented as a sector in Ireland. It has the capability to
deliver unique, tailored and efficient solution to societal challenges. Dublin City Council will support
for-profit and not-for- profit social enterprise and assist them in developing their business capacity.
Social Enterprise Awards, training, peer to peer learning and a Tool-Kit will be provided in 2018
Maker-Space: Dublin City University
A Maker-Space for Dublin would advance innovation and transformation, bringing together a
community engaged in light engineering, fast track prototyping and physical product development.
STEAM skills development and Internet of Things (IoT) products would also be advanced. DCC in
conjunction with DCU Alpha have sought funding support from Enterprise Ireland.
FutureScope: (Dublin BIC – EDO/LEO/SmartDublin)
FutureScope is an event that engages business leaders and entrepreneurs in sharing current trends
and future insights that have the potential to transform out cities, business and enterprises. Dublin
City Council will work with Dublin BIC, to provide themes and learning on the topics of SmartDublin,
Local Enterprise and Economic Development.
135. Our Role & Resources:
a. Our Role:
The Economic development office is responsible for the promotion of Economic Development in the
Dublin City Council administrative area. Our remit derives from the introduction of the Local
Economic & Community Development Plan (LECP) as part of the Local Government Reform Act 20142
The Economic Development Office is the sister office and closely aligned to the operation and the
activities of the Local Enterprise Office Dublin City, which also emerged from the Act following the
dissolution of the County and City Enterprise Boards. Both offices are part a larger Dublin City
Council department, Culture, Recreation and Economic Services and report into the Assistant Chief
executive with responsibility for this department. The Work of the office can be broadly broken into
3 streams; Policy, Projects & Research.
Policy describes workflow that we are obligated to deliver or report on, such as the Local Economic
& Community Plan, The Dublin Regional Action Plan for Jobs or the Dublin City Development Plan. In
most cases we are one of many stakeholders with responsibility, and we need to work closely with
others to deliver on the goals and objectives of these plans.
Policy Projects Research
Local Economic & Community Plan
Co-Working 2017 Conference Enterprise Space
2016-2021
Economic Development,
Enterprise and International UPRISE 6 Dublin
Talent retention
Relations Strategic Policy Fin-Tech & Entrepreneurship
Committee
Dublin Regional Action Plan for Enterprising Towns Awards 2017:
Growth Sectors
Jobs The Docklands
Figure 2: Sample project streams for EDO workflow
2
http://www.irishstatutebook.ie/eli/2014/act/1/enacted/en/print
14Projects describe work that we undertake to promote specific areas of Economic Development and
involve sponsorship agreements to support 3rd party events, participating in events through panels,
presentations or stands, or hosting events that emerge from our policy work. It can also involve
supporting the work of the LEO through the delivery of events for Local Enterprise Week.
Research will be identified based on a needs assessment and can include short “sprint” style
research assignments, literature reviews to frame existing knowledge or longer deep dives to more
thoroughly explore specific topics. Examples of work flow for 2017 may be found in figure 2 above.
In Addition, the EDO is responsible for the management, administration and operation of the
Economic Development & Enterprise Strategic Policy Committee (SPC) for Dublin City Council. The
purpose of Strategic Policy Committees is to formulate, develop, monitor and review policies which
relate to the functions of Dublin City Council and to advise the Council accordingly. In addition to
Economic Development, Enterprise & International Relation this SPC also has responsibility for Public
Markets & Casual Trading.
The SPC consists of 15 members, 10 of whom are nominated from the elected representatives of the
Council and a further 5 are nominated from industry and community stakeholders. Meetings are also
attended by relevant senior department managers of Dublin City Council. Meetings are held in the
Council Chambers and occur 6-8 times annually, they are broadcast live3 with agendas and reports
are circulated to members in advance and then published on the Dublin City Council website4.
b. Our Work: 2018
The following represent the key objectives for the EDO in 2018:
Work with Planning, International Relations, Smart Cities and other relevant stakeholders to
progress key economic City Initiatives.
Support and implement the work programme of the Economic Development and Enterprise
Strategic Policy Committee.
Local Enterprise Office Staff will deliver on the objectives set out in the Local Enterprise
Development Plan 2017-2020
3
https://dublincity.public-i.tv/core/portal/home
4
http://www.dublincity.ie/main-menu-your-council-strategic-policy-committees-corporate-policy-group/economic-development
15 Chart the creation of supported new employment in the City through conducting and
reporting on the annual Employment Survey.
Economic Development Office staff will continue to deliver on the Economic Actions in the
Dublin City Local Economic & Community Plan 2016-2021
Support the promotion of the City through the work of the Dublin.ie website.
Implement the objectives of the Dublin City Economic Development Strategy through the
four strategic pillars of Human Development, Placemaking & Clustering, Promotion &
Investment and Innovation & Transformation.
Implement the findings of the review of the Office of the Commissioner for Start-up’s.
Support the publication of the Dublin Economic Monitor.
Further build our research capacity to inform decision making
Assist in the delivery of the Dublin Regional Action Plan for Jobs
c. Our Resources:
The budget of the EDO is roughly €500k annually (excluding salaries). This amount is split between
an operations budget and a contributions budget. Operations cover the direct work of the office
including expenses, stationary, printing and other administrations costs. It also includes the costs of
commissioning studies, research and tendering as well as promotional materials and training costs.
The contributions budget refers to financial assistance offered to 3rd parties support events,
initiatives, conferences and services which have a direct positive impact on Dublin’s economic
ecosystem. It is anticipated that with the implementation of this strategy, the EDO will be able to
prioritise the delivery of small and large scale projects, events and initiative which support our vision
for the promotion of economic development in Dublin and support a viable request to the Executive
management team of Dublin City Council for an increase in financial resource allocation.
Figure 3 below outlines an example of the type of work carried out by EDO in 2017 and how their
objectives and outcomes align with the 4 pillars of economic development and the vision mission
and role of the EDO.
16Table 1: EDO - Resource Allocation & Hierarchy
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Figure 3: Example of projects carried out by EDO in 20176. Resource Allocation & Project apprasial:
Given the natural constraints on the resources of the EDO, careful consideration should be given to
the level of support allocated to each project. The allocation of EDO resources will be based on
projected project outcomes and alignment and with the 4 pillars. 4 levels of involvement based on
the following categories: Engagement level colour coded as “at a glance” with the 4 pillars.
1. Engage Contact with stakeholders and discuss options and supports available
2. Promote Social media, Videography, photography, newsletter, Press Release
3. Facilitate Assist with contacts into the ecosystem.
4. Collaborate Offer full EDO support to lead and/or partner on project.
Human Placemaking & Promotion & Innovation &
Development Clusters Investment Transformation
Talent & Skills City of Villages FDI Smart Dublin
Job Creation Parks Investment Start-up Dublin
Education Public Realm Influence Accelerators
Wellbeing Community Concierge Service Incubators
Culture Wayfinding Profile Techshop
Belonging Movement Research Universities & HEI’s
Recreation Infrastructure dublin.ie The Gig Economy
Creativity Networking Dublin Economic Monitor Global Cities
Diversity BioDiversity Dublin Globe STEAM
Figure 4: Example of resource allocation with projects
18Based on the allocation and identification of resources workflow will be manages with a KANBAN A
Kanban board which is a work and workflow visualization tool that enables you to optimize the flow
of your work. Physical Kanban boards, like the one pictured below, typically use sticky notes on a
whiteboard to communicate status, progress, and issues. This has been in use by the EDO since June
2016.
Figure 5: EDO Kanban workflow management tool
19Where significant levels of financial or human capital have been committed to a project, a formal
project management structure will be implemented and each stage will be assessed and
implemented prior to moving on. This will give all parties involved in the delivery a clear framework
and process map for the delivery of the project and assist is obtaining value for money for the
expenditure of public resources. Figure 6 below shows a draft of this process map with an
explanation for the stages involved. .
Figure 6: Project implementation process map
1. Opportunity: Initial contact by stakeholder, either internal or external approach.
2. Appraisal: 2-page summary including resource commitment, budget, outcomes etc.
3. Approval: Presented to EDO senior management team for approval.
4. Consultation: Consultation with relevant economic stakeholders (if applicable).
5. Support: Written offer with terms, branding guidelines, milestones & obligations.
6. Phase 1: Partner/stakeholder accesses hard & soft EDO supports to deliver project.
7. Monitoring: EDO team monitor the project through all phases of delivery.
8. Report: Stakeholder/partner report on the project.
9. Phase 2: EDO conduct a review of project and release balance of support.
20Appraisal of each project will be carried out by completing a project appraisal form. This form will
contain key information relating to the project stakeholders, contact information, timelines and
venue information and the resources requested. The primary focus of the appraisal is to score the
objectives, viability and fit of each project in terms of the 4 pillars of Economic Development and the
amount of resources needs to successfully deliver it. This appraisal will need flexibility in terms of
the difference between assessing sponsorship agreement for an event promoting a specific sector
under the pillars and the identification of a piece of research to be conducted.
Figure 6 below is a sample project appraisal form indicating what this assessment might looks like
scoring an event sponsorship proposal based on its fit in terms of the 4 pillars and the resource
allocation. A more analytical approach will need to be developed to fit with and assess the range of
projects undertaken by the EDO.
Figure 7: Sample Project Appraisal Form
217. Communications Plan
a. Brand development:
In order to effectively promote the Economic Development functions of Dublin City Council it is
necessary for the EDO to have its own profile, which can be built on both nationally and
internationally. The final logo design represents a clear and simple form which evokes the same tone
as the main Dublin City Council brand while having its own unique style. It is intended that the EDO
logo will sit side by side with the main DCC logo in all uses.
The long blue line running under the “Economic Development” title represents the City’s
relationship with water, as both the sea and the rivers of Dublin have formed an integral part in its
social and economic development. The Dublin Spire is an iconic part of the city’s skyline and easily
recognisable in the logo, but here it also represents the infrastructure and the built environment
that makes the city unique. The circle at the bottom left represents the circular economy, which
underpins the transformation that our city has seen but also supports its citizen’s connection with
the City. “Dublin City Council” is clearly visible underpinning the Economic Development function of
the office.
Supporting Economic Development
b. Social media engagement:
Social Media is one of the most effective forms of stakeholder engagement. Messages and
information can be disseminated quickly and people and organisations can be engaged with on an
ongoing basis. Much of the work of the EDO is event driven in nature and this lends itself well to
social media platforms, particularly.
22Figure 8: Twitter Profile for @DCCEconDev
Primary feed: Twitter - @DCCEconDev
c. Website Development:
The main Dublin City Council web site is undergoing significant renovation and rebuilding. The EDO
will engage with Corporate Services in order to ensure the new platform will meet the needs of the
EDO.
It is intended to develop a platform that can be used to promote the Economic Profile of Dublin City
as a destination to Live Work Visit and Invest, offering information, contacts, access to networks and
upcoming events. As EDO begins to spin up its research and publication function, this platform in
conjunction with the social media will be used to promote and disseminate this work. The Economic
development web page to take full advantage of the original content being created by EDO to
promote & inform stakeholders.
Current site: www.dublincity.ie/economic
Alternative: www.dublin.ie
23d. Email Communications:
An email account economicdevelopment@dublincity.ie is set up but currently dormant. This account
will be reactivated and utilised as the general contact for the EDO.
e. International Advertising & Promotion:
The EDO will continue to identify opportunities to promote Dublin City and its economy at an
international audience through advertisements and interviews in the international press, such as the
Financial Times, the Economist and Foreign Policy Magazine and international event such as the
Cannes Investment show, Eurocities and International Public policy Forums.
Figure 9: Foreign Policy Magazine 2017, Dublin City promotional ad
24Appendices & Supplemental Information:
This section contains information’s that was not considered to be critical to the overall EDO
strategy, but is necessary to expand on for the operations of the Economic Development
Office. Elements of this section have not yet been fully completed and require further work
to expand and marked with TBC (To Be Completed).
25Appendix A: National & Local Policy Context
1. Local Government Reform Act 2014
The Economic development office is responsible for the promotion of Economic Development in the
Dublin City Council administrative area. Our remit derives from the introduction of the Local
Economic & Community Development Plan as part of the Local Government Reform act 2014 5 which
states:
66B. (1) Each local authority shall make, in accordance with section 66C and any regulations made, or
general policy guidelines issued, by the Minister for the purposes of that section, and the principles of
sustainable development, a 6 year local economic and community plan (in this section referred to as
the ‘Plan’), which shall be referred to as the ‘Local Economic and Community Plan’, prefixed by the
name of the local authority concerned, and the Plan shall be for—
(a) the promotion of economic development in its functional area, and
(b) the promotion of local and community development in its functional area.
The act continues to describe what is meant by Economic Development in this case;
(2) For the purposes of subsection (1), promotion of economic development includes but is not limited
to—
(a) creating and sustaining jobs,
(b) promoting the interests of the community, including—
(i) enterprise and economic development across economic sectors,
(ii) foreign direct investment,
(iii) indigenous industry,
(iv) micro-enterprises and small and medium sized enterprises,
(v) tourism, and
(vi) agriculture, forestry and the marine sectors, and other natural resource sectors,
5
http://www.irishstatutebook.ie/eli/2014/act/1/enacted/en/print
262. Economic Development & Enterprise Strategic Policy Committee (SPC)
The purpose of Strategic Policy Committees is to formulate, develop, monitor and review policies
which relate to the functions of Dublin City Council and to advise the Council accordingly. The
Economic Development SPC has 15 members with 10 representatives from the elected council and 5
from sectoral groups. It is normal for each SPC to meet 4 times annually however; this SPC tends to
meet 6 times annually. The Economic Development SPC has responsibility for the following
functions
Economic Development
Local Enterprise Office Dublin City
Casual Trading
Tourism
Markets
International Relations
Representatives of the elected Members of Dublin City Council:
Councillor Deirdre Heney (F.F) Chairperson
Councillor Paul McAuliffe (F.F)
Councillor Gary Gannon (Lab)
Councillor Brendan Carr (Lab)
Councillor Noeleen Reilly (S.F)
Councillor Gaye Fagan (S.F.)
Councillor Paddy Bourke (Non Party)
Councillor Anne Feeney (F.G)
Councillor Greg Kelly (S.F)
Councillor Norma Sammon (F.G)
Sectoral Members:
John Lombard, Assoc. of Consulting Engineers in Ireland (ACEI)
Denise Brophy, Dublinia Ltd.
Evanne Kilmurray, Inner City Enterprise (ICE)
Martin Harte, The Temple Bar Company
Geraldine Lavin, Small Firms Association
3. Local Economic and Community Plan (LECP)
27The Dublin City Local Economic and Community Plan (LECP) 2016 – 20216 was developed during
2015 by Dublin City Local Community Development Committee and the Economic Development and
Enterprise Strategic Policy Committee. It was adopted by Dublin City Council in December 2015.
The Dublin City LECP is made up of two documents:
A six-year strategy document setting out the 12 high-level goals for the lifetime of the plan.
These goals were established following a period of public and stakeholder consultation
during June 2015
An Action Plan which will be up-dated annually during the lifetime of the Plan.
Actions in the Annual Plan are monitored by the relevant Strategic Policy Committees of Dublin City
Council and reports on actions are submitted annually to the Local Community Development
Committees (LCDC) and the Economic Development and Enterprise SPC for overall monitoring and
review. Furthermore, during 2017, the two committees will work on developing the LECP in the
following ways:
Up-date the socio-economic profile for the City (see below for some Dublin City social,
economic and population statistics)
Identify any gaps, duplication or areas for potential collaboration between agencies in local
economic development or community development activity across the City
Report back to local communities with feedback on the consultations that were carried out
across the City during 2016
Liaise with the various organisations with an economic remit within Dublin City towards
developing a programme of collaborative actions for the subsequent years of the LECP
Further engagement with public and publicly-funded bodies to agree strategic priorities for
the City
Work with the relevant agencies to develop the Dublin Region Action Plan for Jobs
6
http://www.dublincity.ie/LECP
284. Dublin City Council: Dublin City Development Plan (DP)
The Dublin City Development Plan (2016-2022) sets out policies and objectives to guide how and
where development will take place in the city over the lifetime of the Plan. It provides an integrated,
coherent spatial framework to ensure the city is developed in an inclusive way which improves the
quality of life for its citizens, whilst also being a more attractive place to visit and work. This Plan was
adopted by Dublin City Council at a Special Council meeting on 23rd September 2016. The Plan came
into effect on 21st October 2016.
The development plan sets out a new approach to meet the needs and aspirations of citizens of
Dublin and the country, not only for the 6-year life of the plan, but for the long term. This approach
is based on the principles of sustainability and resilience on the social, economic and environmental
fronts. This approach imbues the development plan throughout, cascading from the vision, core
strategy, policies, objectives and standards through to implementation. The implementation of the
measures in the city development plan will be pursued by active land management, whereby the
City Council, through its departments and in collaboration with other agencies, will pro-actively work
to achieve the aims of the core strategy. Chapter 6 - City Economy and Enterprise states:
In responding to the challenges facing the economy of the city and its role as the national and
regional economic engine, and the competition from other cities internationally, policies are set out
including those to:
Improve the general attractiveness of the city for residents, workers, visitors and investors
Promote tourism as a key economic and employment driver
Identify and support emerging and growth sectors of the city economy
Enhance the Regeneration process by engaging in active land management, implementing
the vacant land levy and other measures
Promote the role of Dublin as an Education city and a destination of choice for International
Students
5. Regional Action Plan for Jobs: Dublin 2016-2018 (RAPJ)
The Action Plan for Jobs: Dublin contains a suite of actions developed by local authorities, regional
and national bodies, higher education institutions, the private sector and communities in Dublin,
aimed at boosting job creation in the region.
29The Plan considers Dublin both in the national context and in terms of how it is positioned in an
international context. It is based on effective collaboration, the elevation of best practice, and a
drive to differentiate Dublin's offering in a global context.
6. Dublin City Council Corporate Plan (CP) (TBC)
The Dublin City Corporate Plan is for the period 2015-2019. It puts forward a Vision for both the city
and the City Council as an organisation and affirms the values by which we should work together to
deliver on our ambitions. The path set out in the Corporate Plan and the clear goals and objectives
outlined are the result of an extensive and inclusive consultative process which commenced in
summer 2014. The views of all key stakeholders were sought and considered while the Council also
evaluated the environmental issues which can have such an important impact on our ability to
deliver on what have now been outlined in this document as our key priorities for the next five
years. Dublin City Council continues to provide the people of Dublin city and those who come to visit
or who conduct business in the city, with over 600 services and our ambition is to continue to deliver
high quality services in the most cost effective manner possible for the period of this plan.
The objectives of the Corporate Plan are to:
Prepare a new Local Economic and Community Plan, which will help drive the socio-
economic recovery of the city
Facilitate the expansion of the retail sector to ensure the city centre remains the primary
retail centre of the region, and to support the development of tourism
Identify emerging growth areas and produce further Local Area Plans to bring forward the
social and economic growth of the city
Produce an updated suite of economic and enterprise development policies in the new City
Development Plan 2016-2022
Ensure the successful development of the key growth areas in the city through the
implementation of the Development Plan, the Local Area Plans (LAPs), the Docklands
Strategic Development Zone (SDZ) and the Grangegorman SDZ
307. EMRA: Regional Spatial and Economic Strategy (RSES) (TBC)
Prior to the establishment of the Eastern and Midland Regional Assembly on 1st January 2015, the
three previous Regional Authorities within Eastern and Midland Region produced individual Regional
Planning Guidelines (RPG’s). These planning guidelines set out a strategic planning framework for
their respective three areas and will remain in force until at least 2016. The implementation of the
RPGs are an integral part of the Government’s programme to enable Ireland’s planning system to
play an important role in the national economic recovery by delivering a plan-led planning system
where spatial plans are aligned to benefit the economy, environment and provide for an improved
quality of life. This process has sought to prioritise future infrastructural investment at a regional
and local level, whilst promoting the growth of designated settlements. It is proposed that the
(RPG’s) will be replaced by a Regional Spatial & Economic Strategy for the region.
“The objective of regional spatial and economic strategies shall be to support the implementation of
the National Spatial Strategy and the economic policies and objectives of the Government by
providing a long-term strategic planning and economic framework for the development of the region
for which the strategies are prepared which shall be consistent with the National Spatial Strategy
and the economic policies or objectives of the Government.” (sec23 Planning and Development Act
2000)
The Eastern and Midland Regional Assembly, has twelve constituent local authorities split into three
Strategic Planning Areas Prior to the establishment of the Eastern and Midland Regional Assembly
on 1st January 2015, the three previous Regional Authorities within Eastern and Midland Region
produced individual Regional Planning Guidelines (RPG’s). These planning guidelines set out a
strategic planning framework for their respective three areas and will remain in force until at least
2016.
The implementation of the RPGs is an integral part of the Government’s programme to enable
Ireland’s planning system to play an important role in the national economic recovery by delivering a
plan-led planning system where spatial plans are aligned to benefit the economy, environment and
provide for an improved quality of life. This process has sought to prioritise future infrastructural
investment at a regional and local level, whilst promoting the growth of designated settlements.
It is proposed that the (RPG’s) will be replaced by a Regional Spatial & Economic Strategy for the
region.
31“The objective of regional spatial and economic strategies shall be to support the implementation of
the National Spatial Strategy and the economic policies and objectives of the Government by
providing a long-term strategic planning and economic framework for the development of the region
for which the strategies are prepared which shall be consistent with the National Spatial Strategy
and the economic policies or objectives of the Government.” (sec23 Planning and Development Act
2000) The Eastern and Midland Regional Assembly, has twelve constituent local authorities split into
three Strategic Planning Areas
8. Dublin Regional Enterprise Strategy: (TBC)
The Dublin Regional Enterprise Strategy provides a coherent and coordinated approach to
promoting enterprise, employment and entrepreneurial activities in the Dublin Region for the period
2017-2019. To inform the development of the enterprise strategy, a review of existing and emerging
enterprise and employment policies is essential.
The review recognises the wide range of policies that presently exist and the associated flexibility
therein, to ensure that the strategy remains responsive to changing economic conditions and
technological advances. In considering this policy direction, the augmentation through research,
analysis and consultation of the current enterprise landscape in the Dublin Region provides a
focused approach on key areas. These areas include, inter alia, understanding the ‘key enterprise
sectors’ (namely, Administration, Professional Services, Tourism and Leisure, Education and Training,
Manufacturing and Industry, Transport and Logistics, Construction, ICT and Technology and Retail
and Wholesale), the associated employment levels, together with the clustering of enterprise
activity and enterprise supports.
Stakeholder consultation allows for key insights to be garnered and incorporated into the strategy’s
development and future overall direction. The recent improvements in the national economy have
been heavily driven by the economy of the Dublin Region. Growth in the number of enterprises and
a reduction in the unemployment rate illustrate an increasingly entrepreneurial economy and reflect
the establishing of many new start-up enterprises.
Within this context, the identification of ‘growth opportunity areas’ can have significant potential for
enterprise consolidation and expansion in the future. These are centred on the following: Design and
Creative Industries, Food Industry, The Green Economy (Cleantech and Environment), International
Financial Services, Pharma/Biopharma, Software and Digital, Tourism, and Education and Training.
32Recognising the existing enterprise landscape and the policy and economic conditions that shape it,
it is paramount that a future ‘enterprise vision’ for the Dublin Region be articulated. The vision of
this strategy is… “… for the creation of a sustainable, globally competitive and innovative destination
for enterprise development and living”.
The delivery of this vision is ensured through ‘key enterprise objectives’ which reflect and to guide
the current enterprise landscape towards the delivery of the enterprise strategy. With each
objective relating to a vital ‘enterprise driver’, covering areas of meeting the needs of entrepreneurs
and enterprises, assisting the potential ‘growth opportunity areas’, future skills, education and
training needs and requirements, promoting a culture of entrepreneurship and innovation, the
positioning of the City Region, and ensuring a high quality of life, focussed ‘enterprise
recommendations’ will ensure their fulfilment. In turn, these recommendations can ensure the roll-
out of both regional and local ‘enterprise actions’, with the successful implementation of these being
crucial to secure the overall successful delivery of this three-year enterprise strategy for the Region,
through an integrated and focussed approach.
9. Dublin Regional Action Plan for Jobs: (TBC)
The Dublin Action Plan for Jobs has been developed following wide local stakeholder engagement. It
is a rolling agenda which will allow additional actions and ideas to be added as they emerge over the
period of the Plan and beyond. An Implementation Committee will be established with a
Chairperson appointed by the Minister for Jobs, Enterprise and Innovation, to oversee monitoring of
implementation.
A six-monthly Progress Report will be published by this Committee twice yearly. The Progress
Reports will also identify areas for further action in a rolling framework. The Minister will also
appoint Enterprise Champions for Dublin to drive the enterprise and jobs focus of the Plan.
The following metrics have been incorporated in actions set out above where relevant. They are
summarised here for ease of reference. By 2020, we will:
Have 66,000 more people in employment and reach an unemployment rate of 6 percent2;
increase the number of start-ups in the region by a minimum of 25 percent;
increase the survival rate of start-ups in the first five years by a minimum of 25 percent;
33 deliver a minimum of 430 FDI investments for Dublin over the period 2015-2019;
improve the capacity of Irish owned agency supported enterprises to grow to scale by a
minimum of 30 per cent across many turnover thresholds3;
increase RD&I performance within enterprises, with an increase: of 20 percent in RD&I
expenditure in foreign owned entities (by 2019); of 20 percent in numbers of Irish owned
enterprises engaging in RD&I activities; and more collaborative activity involving enterprises
and state funded research institutes, delivering at least one third more collaborations and
seeding intensified clustering activities;
double enterprise investment in training and upskilling for employees;
deliver a 7 percent increase year on year in visitor numbers to reach 6.2 million4; and
achieve a doubling of spend by visitors to reach a total of €2.5 billion5.
10. BREXIT: Context, Response & Opportunities (TBC)
Key stakeholders in relation to brexit
EU Commission
DPER
DJEI
Dept. Housing Planning, Community & Local Government
Dept of Foreign Affairs
Dept of An Taoiseach
DPER
EI/LEO
ESRI
IDA
34Appendix B: High Level Objectives for 2018
The following represent the key objectives for the Economic Development & Enterprise Offices for
2018:
Support and implement the work programme of the Economic Development and Enterprise
Strategic Policy Committee.
Local Enterprise Office Staff will deliver on the objectives set out in the Local Enterprise
Development Plan 2017-2020
Chart the creation of supported new employment in the City through conducting and
reporting on the annual Employment Survey.
Economic Development Office staff will continue to deliver on the Economic Actions in the
Dublin City Local Economic & Community Plan 2016-2021
Support the promotion of the City through the work of the Dublin.ie website.
Implement the objectives of the Dublin City Economic Development Strategy through the
four strategic pillars of Human Development, Placemaking & Clustering, Promotion &
Investment and Innovation & Transformation.
Implement the findings of the review of the Office of the Commissioner for Start-up’s.
Support the publication of the Dublin Economic Monitor.
Further build our research capacity to inform decision making
Assist in the delivery of the Dublin Regional Action Plan for Jobs
Work with Planning, International Relations, Smart Cities and other relevant stakeholders to
progress key economic City Initiatives.
35Appendix C: Dublin City SWOT Analysis
A SWOT analysis was conducted to get a high level picture of the key Strengths, Weaknesses,
Opportunities and Threats to the Dublin City Economy. Work on this began in 2016 during a series of
Local Economic & Community Plan (LECP) stakeholder workshops which were conducted by the EOD
Team to assist in developing the 2017 LECP Action Plan. Further individual meetings were conducted
individually with a range of individuals, organisations and business groups at which this work was
further developed. Table 5 below shows the resulting analysis used to inform the 4 Pillars of
Economic Development which form the core of this document.
Strengths Weaknesses
Educated Workforce Lack of economic diversity
EU Membership Constrained Housing supply
English Speaking Level of Infrastructure Investment
Low Corporation Tax Profile Reliance on UK markets
Enterprise Support Eco-System Fiscal Space Restrictions
Opportunities Threats
BREXIT BREXIT
Foreign Direct Investment Ability to attract and retain talent
Growth Sectors & Clustering On-Island hard border
Talent Development External Fiscal/Economic Shocks
New Export Markets National Debt
Figure 10: Dublin City SWOT analysis
36Appendix E: Economic Networks: (TBC)
To effectively execute our role the EDO will ne to build on existing relationships with key economic
stakeholders while simultaneously developing new relationships. This section is intended to identify
the different stakeholders that we should engage with from both the Public and Private sectors.
1. Economics Development, Enterprise & International Relations Strategic Policy Committee
2. Economic Working Group
3. Senior Management Team
4. Dublin Region Economic Development Management Team
5. External Public: DPER, DHECLG, EI, IDA, EMRA
6. External Private: Dublin Chamber, British & Irish Chamber, IBEC, ESRI,
37Appendix F: Potential areas of research: (TBC)
Once resources are in place, EDO will be able to begin to build out an informed research programme
and carry out analysis and commentary functions. Examples of the areas intended to be researched
on are:
Enterprise Space
Skills Gaps
Growth Sectors
Deprivation
Commercial Space Vacancy Register
Migrant Entrepreneurship
38Appendix G: Staffing Resources
The table below indicate the structure of the EDO. Those highlighted in Blue are permanent staff,
grey indicates temporary staff either in place (Senior Economic Development Officer) or expected to
start in the next 6 months (2 X Researchers & 2 X LGMA Graduates) and those in green are additional
resources anticipated to be needed to resource the team effectively but not yet approved.
Figure 11: EDO structure and resources
39Appendix H: EDO Action Plan 2018 (TBC)
This section will contain a complete listing of all the actions to be completed under:
The Dublin Regional Action Plan for Jobs
The Local Economic & Community Plan
Dublin City Development Plan
National Enterprise Strategy
Dublin Climate Action Plan
We will also build an Events Calendar for 2018
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